Update of Major Projects

Over the page is a summary of the Council’s Major projects:

Please note before reviewing the “Large” project information:

- The Summary of “Large” projects will evolve over time as projects progress, are completed and new projects are initiated and is provided to inform the committee in performing its role of risk and assurance of the project management approach.
- Any project that achieves a score of 80 or more out of 160 qualifies as a “Medium/Large” or Major project and is included in this list.
- Executive is responsible for scheme financing/policy and Scrutiny will perform detailed reviews of any relevant project.
- The status (RAG – Red, Amber or Green) is provided as an overview. (RAG description, below, as agreed at the July 2016 A&G committee)

| Status | Description | |--------|-------------| | Green | All the elements of delivery are within acceptable parameters with risks managed. | | Amber | There are risks/issues with one or more elements of delivery. There is a plan in place to bring the project back within acceptable parameters and it is in the control of the project team. | | Red | There are issues with one or more elements of delivery and there is no plan in place to mitigate or there is a plan emerging, but it is out of the control of the project team |

THE CORPORATE PROJECTS PORTFOLIO WAS SIGNIFICANTLY AFFECTED BY THE UNPRECEDENTED CHALLENGES OF THE COVID-19 PANDEMIC DURING THIS PERIOD | Large projects summary | Previous period (RAG) | This period (RAG) | Direction of travel | |-------------------------------------------------------------|-----------------------|-------------------|---------------------| | Older Person’s Accommodation Phase 2(ASC) | Green | Amber | Worse | | York Central | Amber | Amber | Same | | Castle Gateway | Amber | Amber | Same | | Local Plan | Amber | Amber | Same | | Guildhall | Green | Amber | Worse | | Adult Social Care – Future Focus | Green | Complete | Better | | Outer ring road (A1237) | Amber | Amber | Same | | Housing Delivery Programme | Amber | Amber | Same | | Centre of Excellence | Green | Amber | Worse | | Provision of School Places 2017-2023 | Amber | Amber | Same | | Housing ICT Programme | Amber | Red | Worse | | Smart Travel Evolution Programme (STEP) | Amber | Amber | Same | | Flood Risk | Green | Green | Same | | City Centre Access Project | Amber | Amber | Same | | Parking Review | Green | Amber | Worse | | Inclusion Review | Green | Amber | Worse | | Be Independent | Amber | Amber | Same | | Procurement of MSA and Strategic Engagement Technology Partner| Green | Amber | On hold | | Hyperhubs | Green | Green | Same | Detailed Updates

| Project title | Older Persons’ Accommodation Programme Phase 2 | |---------------|-----------------------------------------------| | Reporting period | April 2020 |

**Description**

To provide, and ensure the provision of, a range of accommodation to address the housing (and care) needs of the city's older residents. The Council's Executive on 30th July 2015 approved the Business Case for the Older Persons' Accommodation Programme in order to prepare the city for a 50% increase in the size of the over 75 population. This will:

- Deliver a 10 unit extension and refurbishment of Lincoln Court Independent living scheme
- Build a 29 unit extension to the Extra Care scheme at Marjorie Waite Court, plus provide 4 bungalows on the site
- Carry out community and stakeholder engagement to establish the demand for specialist older person's housing and the issues facility residents of the city in relation to age related housing.
- Complete procurement of a new residential care facility as part of the wider Health and Wellbeing Campus at Burnholme; and
- Encourage the development of additional residential care capacity, extra care and age related housing, supporting older people to continue to live independently in their own home.
- Complete the transfer of Haxby Hall care home to a care provider who will extend and enhance the provision on site.
- Review the Council's Independent Living stock to ensure it meets the needs of existing and new tenants and to seek opportunities to increase its capacity.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Financial Status Explanation**

- We are now able to fill void properties much more quickly than had been the case and we are not carrying void properties for long periods. We are now starting to see a shift into extra care nominations and where possible supporting people to live independently rather than move into residential care.
- Promotional work around the availability and benefits of extra care over the coming months will generate interest and demand for properties of all tenures and should help shift the demand from residential care.
- The allocations process has been streamlined and voids are starting to be filled more quickly.
- Work still needs to be done to ensure that the costs of CYC extra care are in line with other extra care schemes.
- The ongoing financial benefits of the programme are at risk in the short term as the projects are on hold. This will delay the provision of the accommodation which will require ongoing access to commissioned accommodation.

| Tasks & Milestones Status Explanation | |---------------------------------------| | - Construction projects are now all on hold. Completion of these will now be delayed. | | - Procurement of an extra care development on the Lowfield Green site has been put on hold during the COVID 19 outbreak. | | - The timetables for all of these projects will be reviewed when dates for restarting the work are known. |

| Issues Status Explanation | |---------------------------| | - The closure of all capital construction sites in this programme is an issue for all projects. The cessation of procurement projects will delay the development of an extra care scheme on the Lowfield Green site. |

**Current status**

**Programme Wide**

1. Plans are being developed by the Housing Delivery Programme for properties on Burnholme, Ordnance Lane and Duncombe Barracks. The Older Person's Accommodation Programme has been involved in determining the design, layout and home numbers to enable older people to live well in each of these developments.
2. Development of Bungalows at Lowfield Green is progressing well with these being in the first phase of the development to be completed.

**Burnholme Health & Wellbeing Campus**

1. The care home topping out ceremony was held on 18 March attended by the Executive Member for Health & Adult Social Care, representatives from the contractor and the care home operator.
2. Care home construction is now on hold as the contractor has closed the site during the COVID 19 outbreak. It is not clear yet when work will resume, therefore a revised timetable is not yet available.

**Marjorie Waite Court extra Care scheme.**

1. Construction of the MWC extension is now on hold as the contractor has closed the site during the COVID 19 outbreak. It is not clear yet when work will resume therefore a revised timetable is not yet available.
2. The site and existing building have been secured to ensure the safety of the existing tenants.
3. Work in the existing building has been delayed, which has enabled the care provider team to allocate temporary properties in the building.

**Lincoln Court**

1. Construction work at Lincoln Court is now on hold as the contractor has closed the site during the COVID 19 outbreak. It is not clear yet when work will resume therefore a revised timetable is not yet available.
2. The electrical supply to the building has been connected.
3. Steel structural work to the front of the building has been completed.
4. Cookers for the apartments and furniture for communal areas have been ordered.

**Haxby Hall**

1. The transfer of Haxby Hall care home has been put on hold during the COVID 19 outbreak, for the welfare of all of the residents of Haxby Hall.
2. Legal negotiations with Yorkare Homes are ongoing.

**New Independent Sector Provision**

1. The partnership working with JHRT for nominations to apartments at New Lodge is going well.
2. The Council's planning department is working on applications for extra care properties on Shipton Rd and a 60 bed care home in Strensall.
3. The Council's planning department have received a planning application for an extra care development on Cherry Lane.

**Future outlook**

- Construction projects are unlikely to be progressed during the coming month.
- Planning applications for Shipton Rd, Strensall and Cherry Lane sites will continue to be processed.
- Following an electronic consultation and design session, plans for the design and layout of older person's and intergenerational accommodation on the Ordnance Lane site will be progressed.

| Reports to | Executive, CMT, Project Board, DMT | |---------------------|-------------------------------------| | Exec member | Cllr. Carol Runciman and Cllr Denise Craghill | | Director responsible| Corporate Director of Health, Housing and Adult Social Care: Sharon Houlden | | Dependencies | Burnholme Health & Wellbeing Campus Capital Programme | | Date | Description | Link | |----------------------|-----------------------------------------------------------------------------|----------------------------------------------------------------------| | Executive July 2015 | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4) | | Executive October 2015 - Grove House and Oakhaven Older Persons’ Homes | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4) | | Executive May 2016 - Delivery of Community Facilities at the Burnholme Health & Wellbeing Campus | | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8884&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8884&Ver=4) | | Executive July 2016 Demonstrating Progress on the Older Persons Accommodation Programme | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4) | | Executive November 2016 (Willow house OPH) | | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | Executive December 2016 - Older Persons' Accommodation Programme Update / Burnholme Health & Wellbeing Campus: Key Decisions to further progress this development / Lowfield Green Development: Moving forward to deliver a care home, health facility and housing / Haxby Hall Older Persons' Home: A Sustainable Future | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4) | | Executive Feb 2017 - Sale of Land at Fordlands Road as Part of the Older Persons’ Accommodation Programme | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4) | | Executive March 2017 - Oakhaven Extra Care Facility: the sale of land to facilitate the development | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4) | | Executive March 2017 - Burnholme: the sale of land to facilitate the development of a Care Home; agreement | | | | Date | Description | Document Link | |----------------------|-----------------------------------------------------------------------------|--------------------------------------------------------------------------------| | Executive August 2017 | Investment in New Extra Care Accommodation for Older People at Marjorie Waite Court Following the Closure of Burton Stone Lane Community Centre | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4 | | Executive August 2017 | A Further Phase of the Older Persons' Accommodation Programme Deciding the Future of Woolnough House Older Persons' Home | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4 | | Executive September 2017 | Demonstrating Delivery of the Older Persons’ Accommodation Programme | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10191&Ver=4 | | Executive October 2017 | Disposal of Willow House, Walmgate, York | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192&Ver=4 | | Executive December 2017 | A Further Phase of the Older Persons’ Accommodation Programme: Deciding the Future of Windsor House Older Persons’ Home | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4 | | Executive January 2018 | Securing a Sustainable Future for Haxby Hall Older Persons’ Home | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4 | | Executive February 2018 | Disposal of Willow House | http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4 | | Executive March 2018 | Investment at Lincoln Court to Create an Independent Living with Support Facility | http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4 | | Date | Title | Document Link | |--------------------|----------------------------------------------------------------------|--------------------------------------------------------------------------------| | Executive April 2018 | Deciding the Future of Morrell House Older Persons Home | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4) | | Executive July 2018 | Delivering Improved Sports and Active Leisure Facilities at Burnholme | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10470&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10470&Ver=4) | | Executive September 2018 | Demonstrating Delivery of the Older Persons' Accommodation Programme and Preparing for Further Action | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4) | | Executive November 2018 | A Further Phase | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4) | | Executive March 2019 | Investment in the Redevelopment of Lincoln Independent Living Scheme | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4) | | Executive January 2020 | The Transfer and Transformation of Haxby Hall Care Home (by way of long lease) and associated land transactions. | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4) | | Executive March 2020 | Lowfield Green: Responding to Older Persons' Accommodation Needs. | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4) | York Central is a key strategic development site for economic growth and housing delivery for the city. The majority of the land is in the ownership of Network Rail and Homes England. CYC have a role to play in de-risking the site and accelerating delivery with public sector partners. In recent months, the site and the opportunity it presents have been positioned at all levels of Government as a priority site for support to enable delivery of locally-led regeneration and development schemes. The capacity for the site to contribute to the achievement of the local plan housing targets is also a key consideration.

### Overall status this period (Apr) vs Overall status previous period (Mar)

| Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | |-------|---------|-------|-----------|-------------------|-----------------------|-------------------|-------|--------| | Apr | | | | | | | | | | Mar | | | | | | | | |

#### Tasks & Milestones Status Explanation

- The programme is driven by partner organisational delivery imperatives and funding availability. The programme indicates that milestones are achievable but there is very little float/ scope for slippage and the project is complex with many communities of interest.
- The project remains on target to deliver infrastructure works to funding deadlines and housing/economic benefits to City.
- City of York Council and WYCA have released additional funding whilst the HIF announcement is awaited, to support scheme off plot infrastructure detailed design and Reserved Matters Planning Application.

#### Risks Status Explanation

Risks associated with the project are complex and interdependent. Active risk management is ongoing.

#### Issues Status Explanation

Planning RMA submission March 2020, Partnership Agreement to be signed, S106 to be signed, and HIF funding awaited.

### Current status

- The Outline Planning Application was approved by Planning Committee in March 2019. The Reserved Matters Application for phase 1 off plot infrastructure is being prepared and will be submitted in March 2020.
- Public Engagement on the RMA commenced in February 2020.
- John Sisk Ltd have been appointed as infrastructure delivery partner for Phase 1 Infrastructure, they have reported on Buildability issues and these have been approved by Board for development into the Stage 4 Design.
- The WY+TF Full Business Case has been conditionally approved by WYCA.

**Future outlook**

- The Budget in March 2020 announced funding for York Central, the conditions on the Award are awaited. Once received we will review the discharging of them.
- RMA Planning Application for Infrastructure to be submitted in April 2020.
- Stage 4 Detailed Design progressing to enable Pricing of Design.

| Reports to | York Central government structures and the Executive. | | Exec member | Cllr Keith Aspen | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local Plan Policy, Economic Strategy, City Transport Policy and external funding bids. | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive December 2015 – York Central and Access Project [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844&Ver=4) | | | Executive July 2016 – York Central [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4) | | | Executive November 2016 Consultation on access options / Third party acquisitions [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | | Executive July 2017: Project and Partnership Update [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4) | | | Executive November 2017 - Preferred Access Route and Preparation for Planning [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193&Ver=4) | | | Executive March 2018 - York Central Access Construction | Executive June 2018 – Masterplan and Partnership Agreement http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189 &Ver=4

Decision Session August 2018 – York Central Design Guidelines http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469 &Ver=4

Executive August 2018 York Central Update – Western Access http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471 &Ver=4

Executive November 2018 – York Central Enterprise Zone investment Case http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474 &Ver=4

Executive January 2019 York Central Partnership Legal Agreement http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476 &Ver=4

Executive July 2019 - York Central Partnership Update http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107 &Ver=4

Executive October 2019 – Update http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111 &Ver=4 City of York Council (CYC) are one of the principal land owners in the area around Piccadilly, the Eye of York, St George’s Field and the Foss Basin. This area is being referred to as the “Castle Gateway” and many parts of the area are underused, semi derelict or of poor quality. Many of the properties are for sale or owned by investors and there is a risk that the area will continue to be blighted or that important sites will be developed in a piecemeal manner. The area is urgently in need of a fresh vision to improve the locality and create a socially and economically sustainable future. As the principal landowner, CYC will be instrumental in delivering a joined-up regeneration of the area which will maximise social and economic benefits for the City.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Costs Status Explanation** The Executive approved a further budget of £2.15m to take the project through to the next decision point at the end of 2020. The project remains within that budget but it should be noted that the budget was predicated on the anticipated delivery timescales which may be impacted by covid19 leading to an increase in overheads and huge uncertainty as to the impact on future build costs.

**Financial Benefits Status Explanation** A GVA assessment of the proposed masterplan has been undertaken by WYCA. They assess the GVA benefits of the proposals to be £360m for the Leeds City Region. However, realising these benefits is dependent on the successful delivery of the whole masterplan which will require significant investment from the council and other public bodies.

**Tasks & Milestones Status Explanation** The report to Executive in January 2020 represented a key milestone in delivery and provided a new series of milestones and targets. However, all of these will need to be reviewed in light of the impact of covid19.

**Risks Status Explanation** This is a complex project to deliver an ambitious masterplan, and as such it has significant risks to its delivery. Whilst mitigation and monitoring of risks is being undertaken, the project is likely to remain at risk throughout delivery.

**Issues Status Explanation** Issues remain under review.

**Current status**

**COVID19** - due to the impact of covid19, corporate decisions on council priorities through the response phase and the redeployment of many of the Major Projects and Regeneration Team in to critical services, a number of work streams in the delivery of this project have currently paused.

**Delivery strategy** - The procurement of construction partners for phase one was due to commence in April. However, a pause has been put on all non-essential procurement at a corporate level. An assessment of the impact of this on project delivery and a decision as to how to proceed will be taken this month.

A further report is still intended to be brought back to Executive in the summer of 2020, setting out the proposed delivery model for 17-21 Piccadilly, and the business case and funding strategy for phase two of the masterplan – the new public realm to replace Castle Car Park. However, this will remain under review based on the ongoing impact of covid19.

**Castle Mills and St George’s Field** - The planning applications remain on course to be considered in May, subject to decisions as to how and when planning committees can proceed under the current covid19 restrictions.

**West Yorkshire Transport Fund** - work in progressing the funding bid to outline and full business case stages will continue to be led by the council’s consultant's WSP wherever possible.

**Castle Gateway events** – a lease has been agreed for the Cbeebies roadshow to take place on Castle Car Park in September 2020. However, this will again be reviewed in light of the ongoing impact of covid19.

**Future outlook**

**St George’s Field and Castle Mills** – Officers will continue to respond to any comments or objections relating to the planning applications and will work with planning officers to resolve any issues to ensure the successful achievement of planning permission.

**Phase one delivery** – a decision will be taken as to how to proceed with the procurement of contractors in light of covid19.

**17-21 Piccadilly** – the RIBA stage 2 design work will commence to ascertain the development capacity of the site and allow a decision as to whether the council should proceed with development or dispose to the market to deliver. This will largely be architect led and won't impact on the emergency response to covid19. The Executive sponsor for the Castle Gateway is the Leader of the Council in his remit as Executive Member for Finance and Performance. The Executive have approved a whole series of recommendations over the last three years to advance the project, with delivery of these being the responsibility of the Castle Gateway Working Group. This working group was established in January 2017 and serves as the project board and meets on a monthly basis. It is chaired by the Director for Economy and Place, and the wider interests of the council are represented by the Assistant Directors for Regeneration and Asset Management; Planning and Sustainable Development; and Transport, Highways and the Environment. The group also has Heads of Service for legal, finance and property.

The working group is the key interface point with wider stakeholders, with the project manager and Assistant Director for Regeneration and Asset Management chairing the Castle Gateway Advisory Group (which consists of key stakeholders and principal custodians of the city) and the My Castle Gateway public engagement partnership. The interests of the formal partnership with York Museums Trust will also be represented by the same individuals and outcomes and decisions fed back in to the working group.

The Castle Gateway project manager has defined expenditure levels under the Council’s Contract Procedure Rules. Any decisions that are outside the remit of previous recommendations from the Executive are taken to the appropriate decision making route as set out by the council’s governance and decision making framework. Dependent on the nature and scope of the issue this may be an officer decision, Executive Member decision, or require a full Executive decision.

| Exec member | Cllr Nigel Ayre | |-------------------|-----------------| | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local Plan Policy, City Transport Policy | | Link to paper if it has been to another | Executive October 2015 - York’s Southern Gateway [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4) | | Date | Title | URL | |--------------------|----------------------------------------------------------------------|----------------------------------------------------------------------| | Executive November 2016 - Land Assets on Piccadilly | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | Executive January 2017 – Update York Castle Gateway | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4) | | Executive August 2017 - Proposed Temporary Use of Part of Castle Car Park | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4) | | Executive April 2018 - Castle Gateway Masterplan | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4) | | Executive October 2018 - Proposed Temporary Uses of Part of Castle Car Park | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4) | | Executive October 2019 – Update | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4) | | Executive January 2020 – Castle Gateway Phase One Delivery Strategy | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4) | The 'Local Plan' is a citywide plan which sets the overall planning vision and the spatial land use strategy for the city. It provides a portfolio of both housing and employments sites for at least a 15 year period and will set the Green Belt boundaries for York. In addition it incorporates both policies and approaches to set the context for development management decisions. Effectively, it sets out the opportunities and policies on what will or will not be permitted and where, including new homes and businesses.

The Local Plan must be accompanied by an infrastructure delivery plan setting out the Council’s approach to strategic infrastructure and its funding. All housing and employments sites included must be viable and deliverable this is directly linked to future approaches to planning gain i.e. CiL and S106.

In response to both the Council resolution in autumn 2014, and the changed national and local context, officers have initiated or a series of work streams to inform the next stages of plan production. This relates to housing need, economic growth and the related need for employment land, and detailed site assessments.

The production of the plan has to be in accordance with statute and national guidance. This includes a legal requirement to work with neighbouring authorities. It also means that the plan must be subject to Sustainability and Environmental Assessments. It will also ultimately be subject to an independent examination by a government inspector.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Scope Status Explanation** Take the Local Plan through examination in public (EIP) and to adoption as statutory development plan for York.

**Costs Status Explanation** Cost associated with EIP, modifications consultation and adoption.

**Tasks & Milestones Status Explanation** Appointed planning inspectors are undertaking an independent examination of York’s Local Plan. Initial hearing sessions took place at York Racecourse from 10th to 18th December 2019. Risks associated with examination of Local Plan by Planning Inspectorate.

**Current status**

Appointed planning inspectors have completed phase 1 of the examination of York’s Local Plan. The initial hearing sessions took place at York Racecourse from 10th to 18th December.

More information about the hearings is available to view at: [www.york.gov.uk/localplanexamination](http://www.york.gov.uk/localplanexamination)

The Local Plan sets strategic priorities for the whole city and forms the basis for planning decisions; it must be reviewed at regular intervals to be kept up to date. The first phase hearing sessions covered the strategic principal matters identified by the inspectors including:

- legal compliance
- housing need and
- the York Green Belt.

The inspectors took into account the comments submitted to-date, as far as they related to soundness considerations such as whether the plan is justified, effective and consistent with national policy.

The Forward Planning Team are currently completing a number of ‘Homework’ items requested by the inspectors’ for their consideration in conjunction with the Phase 1 hearing sessions.

**Future outlook**

Following the submission of all of the required 'homework' items discussed in the Phase 1 hearing sessions the Inspector has confirmed they will issue the Council with an interim Inspectors report. This is anticipated in May 2020.

Further phase 2 hearing sessions on the remainder of the Plan will then be requested by the Inspector but the timing of these is dependent on the outcome of the phase 1 Inspectors report.

| Reports to | Executive, Local Plan Working Group | |---------------------|-------------------------------------| | **Exec member** | Cllr. Keith Aspden, Cllr Andrew Waller and Cllr Nigel Ayre | | **Director responsible** | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Deliverability of York Central | |--------------|--------------------------------| | Link to paper if it has been to another member meeting | Executive July 2015\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4 | | | Executive June 2016\
City of York Local Plan – Preferred Sites Consultation\
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9191&Ver=4 | | | Executive December 2016 – Update on Preferred Sites Consultation and Next Steps\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4 | | | Executive January 2017 - Update on Local plan\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4 | | | Executive July 2017\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4 | | | Local Plan Working Group January 2018\
http://democracy.york.gov.uk/documents/s120857/LP%20LPWG%20FINAL%20REPORT.pdf | | | Executive January 2018 - Update\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4 | | | Executive May 2018\
City of York Local Plan – Submission\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4 | | | Executive September 2018\
Supplementary Planning Documents to support the emerging York Local Plan\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4 | | | Executive March 2019 - Update\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10479&Ver=4 | City of York Council vacated the Guildhall in April 2013, moving to West Offices as part of the Admin Accommodation programme, in order to make approx. £1m pa savings. An evaluation of potential future uses had already been undertaken, and following further feasibility work and review a decision on the Future of the complex was taken by Executive in October 2015. Approval was granted for detailed project development work to secure the future of the Guildhall as a serviced office venue; with virtual office and business club facilities, maximising the benefits of the different spaces within the complex, its heritage appeal, and also ensuring ongoing council use and public access in a mixed use development.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Costs Status Explanation** The cost report tabled at the board meeting held on the 30th of March 2020 highlighted budget pressure, as a result of significant contingency expenditure. However, this is based on a number of assumptions / estimates requiring validation.

**Resources Status Explanation** Site is currently advancing as planned however we may face delay in the near future as the contractor is reporting that their supply chain is becoming fragile due to staffing difficulties and forced closures.

**Risks Status Explanation**

- A collaborative risk workshop has been undertaken and a revised risk register has been agreed.
- The river conditions posed a high level of risk for crane erection, the levels are less critical for daily use of the river hence the lowering of the risk to amber.
- The impact of Covid 19 remains unclear although the site remains open at this time.

**Issues Status Explanation**

- Supply chain is reporting difficulties in certain areas full list in Resources field.
- Site will need to respond to Construction Industry Guidance re social distancing.

**Current status**

**Statutory Consents / Approvals**

- Executive approval February 2019 to advance to the construction stage.
- Planning and LBC approvals granted 16 Feb 17.
- Executive approval for scheme delivery 16 Mar 2017.
- Full Council approval of budget requirement 30 Mar 2017. • Grant Agreement letter signed with WYCA 7 Apr 2017 securing £2.347m of LGF funding from LCR LEP to support project delivery.

**Project Progress** Construction commenced on the 16th of September 2019.

**Future outlook.**

• Demolition of the North Annexe • Reconstruction of the South Range Superstructure.

| Reports to | The Guildhall board reports to Economy and Place DMT and PM updates Executive member and Executive when required for updates and approvals. | | Exec member | Cllr Nigel Ayre | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local plan | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive October 2015 - The Future of York's Guildhall & Riverside [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4)\
Scrutiny – 13 June 2016 [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=144&MId=9420&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=144&MId=9420&Ver=4)\
Exec July 2016 - Detailed Designs & Business Case [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4)\
Executive March 2017 – The Development of the Guildhall Complex [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4)\
Executive May 2018: The Development of the Guildhall Complex [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4)\
Executive February 2019: Redevelopment Tender Evaluation & Project Business Plan Appraisal [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11007&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11007&Ver=4) | Demand for Adult Social Care rises each year. People are living longer into old age requiring support, there are more people living longer with complex long term conditions and there are increasing numbers of young adults in transition to adult services with complex needs.

This increased demand for services coincides with significant financial pressure arising from reduced Local Authority funding, legislative changes driven by the Care Act and an increased public expectation of Adult Social Care and rightly an expectation of high quality, personalised and flexible support for those who are eligible for care.

The goal of health and care services is to help older, vulnerable or disabled adults who have ongoing support needs to live well and have a good life. A “good life” means living independently at home wherever possible, with opportunities to spend time with other people and to do things which are meaningful to that individual.

Current ways of supporting adults do not consistently result in everyone achieving all of their goals and living well where they want to live. People and families are not always helped enough to look after themselves and each other. Services can be overly paternalistic and lack the choice and control that services users rightly demand.

Social care is often a vital part of enabling people to live independent lives but it is far from being the only component to enable people to live fulfilled lives. We must be ready to have different conversations which take full account people’s assets, strengths, knowledge and skills to build and harness the contributions of people, their personal networks, social capital and their local communities. This will support greater wellbeing and independence.

The nature and scale of these challenges requires a fundamental shift in how Adult Social Care is delivered to ensure financial sustainability and to help those with social care needs, their families and carers have a better quality of life.

There is an emerging consensus that community based models of social work based on Asset Based Conversations that will support a collaborative approach alongside communities, families and carers are the most effective way to approach the challenges outlined above. A review of national best practice and emerging evidence to identify the elements of such approaches that are likely to be of key importance for any operating model that seeks achieve both improved lives and financial sustainability for Adult Social Care.

To be successful this will entail:

Changing culture and reducing bureaucracy, with an emphasis on having deeper and more specific conversations based upon what people, their families and carers want in terms of their outcomes;

Focussing on maximising the Assets, Skills Knowledge and Strengths of individuals and their communities in maintaining health, wellbeing and independence and thereby helping people develop and maintain skills that will maximise their independence in the long term;

Reaching people earlier and being more accessible in local communities;

Helping people access community solutions and improve their connections with others to reduce isolation and loneliness;

Emphasising the importance of being highly responsive when people are in crisis and developing a plan that helps them to regain as much independence as possible;

Making the best use of digital and technological solutions to support employees to be more effective and efficient in their work, and help people lead independent lives.

Working closely with Community and Health Partners to make best use of resources and ensure that people receive the right care, in the right place at the right time.

| Overall status this period (Apr) | Completed | Overall status previous period (Mar) | |---------------------------------|-----------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Scope Status Explanation**

Programme deliverables have remained within scope remain within acceptable levels.

NB: the additional items below which have used programme resource will move into BAU processes post 1st April 2020.

a. At the request of the Assistant Director, work will begin with LD team on reviewing readiness for an outcomes strength based review process. b. At the request of the Assistant Director, work will begin with Preparation for Adulthood.

| Quality Status Explanation | Project deliverables completed. Benefits Realisation has moved to business as usual. | |----------------------------|----------------------------------------------------------------------------------| | Costs Status Explanation | Project has closed. | | Resources Status Explanation| The team has been flexibly resourced throughout the programme. Project resource has moved to business as usual with wider focus on improvement and realisation of benefits. | | Non Financial Status Explanation | - Detailed analysis of time spent on non-value added processing in Assessment and Care management suggest there remains opportunities to achieve efficiency and time equivalent savings through reducing hand offs and paperwork within the processes.

- Paperwork and remote working benefits achieved. Hand offs / waiting lists were on target pre-covid. | | Tasks & Milestones Status Explanation | Project complete. | | Risks Status Explanation | Risks appropriately managed via AMT and regular team meetings with AD and staff. | | Issues Status Explanation | Project closed. Outstanding issues moved to BAU. Remaining detailed issues have changed in light of Covid systems response. |

**Current status**

- The project now moved to business as usual.
- Benefits realisation work has begun through a Strength Based / Holistic review of all cases.
- Resources have been agreed to manage ongoing requirements and benefits post project.

**Future outlook**

- The project has moved to business as usual.

**Reports to**

The Programme uses existing Management Structures in the HHASC Directorate and uses DMT as its Programme Board.

**Exec member**

Cllr. Carol Runciman

**Director responsible**

Sharon Houlden: Corporate Director of Health, Housing and Adult Social Care

**Dependencies**

Market development, Comprehensive Information, Advice and Guidance for ASC

**Link to paper if**

Executive Sept 2016 - Progress toward a new Operating | it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Model for Adult Social Care\
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9305&Ver=4\
Additional Adult Social care Support and Resources\
Executive May 2018\
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4 | Project title | Outer Ring Road (A1237) ---|--- Reporting period | April 2020

Description

This project combines the previously separate schemes - YORR roundabout upgrades & YORR dualling (phase 1). This project has already delivered an upgrade of the Wetherby Road roundabout in 2018/19 to the new standard 3 lane approaches and 2 lane exits on the A1237. This project will continue by upgrading the stretch of the A1237 to dual carriageway standard between the A19 junction and Little Hopgrove junction, including the upgrade of the 5 roundabouts on this stretch to the standard already set by the Wetherby Road upgrade. This project will increase the capacity of the ring road, particularly of the roundabouts being upgraded, to reduce orbital and radial journey times. The A1237 roundabout at Great North Way will also be improved as part of this project (although this lies outside the stretch which is to be dualled).

| Overall status this period (Apr) | Overall status previous period (Mar) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

Tasks & Milestones Status Explanation

The combined scheme is now being addressed in various disciplines however there is slight slippage on the programme presented in autumn 2019.

Risk Status Explanation

Risks are being monitored daily.

Issues Status Explanation

The project is to be amalgamated with the proposals for dualling the A1237. This issue is currently being addressed by the project team to approach the scheme as a single entity and bring together the component parts in the next period.

Current status

1. Ensuring that all environmental surveys are complete and within date.
2. Continuing negotiations with landowners to attempt to purchase land.
3. A new procurement strategy has been developed and will be presented to Councillors, although there is currently some uncertainty about the timing due to Covid 19.
4. Discussions continue with funding partners (WYCA & DfT) to find a co-ordinated process for scheme governance.
5. Preparing a public engagement strategy to present to Councillors.
6. Undertaking usage surveys of Public Rights of Way (PROW).

Future outlook Planned work for April 2020:

1. Draft all necessary reports to ensure a swift recommencement of business following the Covid19 virus.
2. Consider structural design issues across the scheme.
3. Progress bridge design details to present to Network Rail.
4. Rearrange meetings with utility companies following Covid19.
5. Continue to attempt to make land purchase.
6. Prepare documentation to appoint designer.

| Reports to | Project reports into the Transport board, Project Board and Lead Members Board | |------------|--------------------------------------------------------------------------------| | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | LTP4, Local plan |

**Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee)**

- Executive West Yorkshire Transport Fund – 24 November 2016 [http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec%20Nov%202016%20v5.pdf](http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec%20Nov%202016%20v5.pdf)

- Executive July 2017 - Proposed York Outer Ring Road Improvements / Approach to Deliver [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4)

- Executive December 2018 A1237 Outer Ring Road – Dualling Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10475&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10475&Ver=4)

- Executive September 2019 York Outer Ring Road Improvements Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4)

- Executive February 2020 – Dualling from A19 Rawcliffe to A64 Hopgrove [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4) **Project title**\
  Housing Delivery Programme

**Reporting period**\
April 2020

**Description**

The accelerated delivery of mixed tenure housing across multiple sites in the city.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | Mar | | | | | | | |

**Financial Status Explanation**\
High level financial modelling has been undertaken to inform the delivery programme. Risks remain around build costs for the remainder of the programme as well as sales receipts from open market and shared ownership homes. To be reviewed following Covid-19.

**Non Financial Status Explanation**\
Commitment to deliver added social value through the Housing Delivery Programme. This needs to be embedded into all design and construction work and the sales and lettings process.

**Risks Status Explanation**\
Detailed risk register has been formulated to identify all key risks, assign responsibilities and determine potential mitigation measures.

**Current status**

**Lowfield**

- Construction work is continuing, piling for phases 1, 2 & 3 is complete and substructure work is commencing. Brickwork to phase 1 progressing on schedule.
- The site team have employed new ways of working to ensure social distancing guidance can be met in Covid-19 crisis.

**Burnholme**

- Stage B design work has been completed and is currently under review by the project team.
- An online design consultation is being run through Survey Monkey and the CYC website.
- A cost review is currently being conducted before the scheme progresses into the next stage before planning.

**Duncombe Barracks**

- Design work complete to end of Stage B.
- Various consultation events and meetings held both with internal CYC staff and residents and neighbours to the site. Overwhelmingly positive response to latest design work.

Ordnance Lane

- Design work is progressing well - now in Stage B of design work and have undertaken 3 separate engagement events which were well attended and well received.

Future outlook

Lowfield

- Continue to progress infrastructure works (drainage, road formations), substructures and superstructures (phase 1 & 2 of site).

Burnholme

- Design will proceed into Stage 3 (preparing planning application).
- In the coming month the designs will be taken to the next level of detail with a focus on materiality and building methodology. The team will continue to work to select the best structural type for quality and cost for achieving Passivhaus. Discussions with various council departments will also take place around the proposed planning submission, including developer contributions from the scheme.

Duncombe

- Complete cost appraisal and ensure financial viability of the project.
- Commission Stage C design work.
- Review outstanding survey work.

Ordnance Lane

- Developing the brief for the older person’s living offer with stakeholders. This could include an intergenerational living arrangement.
- Review outstanding survey work.
- Meeting with the highways and drainage team to discuss and refine these strategies.

Reports to

Project team consisting of officers at the council who will advise on specialisms such as legal, housing, finance, and procurement. This project team feeds into the Housing Delivery Programme Board, which consists of senior officers and managers. The board guides decisions shaping the programme, setting objectives, scope, and timelines for projects. The board reports into the HCA as part of the partnership arrangement as well as One Public Estate. When milestones are met the programme will report into 'Capital and Asset Board' and | Exec member | Cllr. Denise Craghill | |-------------------|-----------------------| | Director responsible | Sharon Houlden: Corporate Director of Health, Housing and Adult Social Care | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | March 2017 Executive Meeting\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4\
December 2017 Executive Meeting

- Delivering Health and Wellbeing facilities for York
- Establishing a Delivery Model and the Scope of the Programme
- Delivering the Lowfield Scheme\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4\
  July 2018 Executive Meeting - Proposals\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10470&Ver=4\
  October 2018 Executive Meeting - Duncombe Barracks, Burton Stone Lane\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4\
  January 2019 Executive Meeting- Building More Homes for York – removal of the HRA borrowing cap\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4\
  September 2019 Executive Meeting - Housing Delivery Programme Update\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4 | City of York Council with its partners are planning to:

a. Deliver a feasibility study to explore the opportunities and benefits of building a Specialist Disabled Children Short Break Facility in York.

b. To expand the Family Intensive Rapid Support Team (FIRST) to incorporate a therapeutic short break residential element and to explore the opportunities and benefits of increasing the service offer to neighbouring Local Authorities across the region.

The project is part of the wider development of services for disabled children and young people across the city and provides the council with an opportunity to:

- Invest capital in developing a ‘Disability Centre of Excellence’ which has the potential to be a leader in innovative practice both regionally and nationally.
- Make York Home for more disabled children and young people by reducing out of Area placements.
- Develop and invest in service provision in order to generate future savings and income generating potential.
- Deliver better outcomes for disabled children and young people including those with the most complex needs.

FIRST is a specialist Clinical Psychology led service that supports families with children/ young people who have a learning disability, autism and the most complex behavioural needs. FIRST provides intensive assessment and intervention for children and their family at the point of potential placement breakdown.

The proposed Specialist Disabled Children Short Break Facility would potentially incorporate and replace the short break residential provision currently provided at The Glen and Glen House.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

- Contractor has ceased work on site. Advisers have advised of "furloughed" resource. | Resource Status | Explanation | |-----------------|-------------| | Status | NHS second contribution to funding has been delayed due to first fix not having been completed. Reflected in valuation, so no immediate impact on CYC. |

| Tasks & Milestones Status | Explanation | |---------------------------|-------------| | Status | Alternative Drainage solution has resulted in contractor extension of time | | | Mitigation measures will be put in place to reduce 5 week delay throughout programme | | | Project estimated completion date has been updated to reflect anticipated opening of new service | | | Significant delay due to Coronavirus pandemic is envisaged, as yet unquantified |

| Risks Status | Explanation | |--------------|-------------| | Status | Significant risk to programme due to Coronavirus pandemic. |

| Issues Status | Explanation | |---------------|-------------| | Status | Coronavirus pandemic |

**Current status**

**Finance**

- Client contingency is being monitored closely to ensure risk items and provisional sums remain within contingency budget.
- There is an agreed payments schedule, linked to build milestones to draw down NHSE Transforming Care Capital Grant.

**Risks**

- Substation risk has been closed. Legal agreement between all parties has been resolved and planning application is agreed.
- There is certainty to drainage risk. Additional costs have been agreed and plans put in place to mitigate the programme delays.
- Ground risks highly unlikely to materialise.
- Delay due to cessation of work on construction site due to health & safety concerns relating to Coronavirus pandemic.

**Programme**

- Project end date has been updated to reflect finish when new service is open.
- Push to mitigate delay to programme caused by drainage redesign, all other elements of programme are on or ahead of schedule.
- Substructure; steel frame system installed; underfloor heating and floor screed in place; roof sealed early March.
- Extension of Time due to Force Majeure, as yet unquantified.

**Communication and engagement**

- First brick was laid by children who will use the new centre.
- Regular residents newsletter agreed and circulated.
- Email address promoted for public to contact the project team.

**School playing fields**

- Development of the school playing fields at the back of the school as a mitigation measure for playing fields used at the front has been completed on time and budget.

**Legal**

- All outstanding legal issues have been agreed.

**Governance**

- Risks and decisions are being monitored, recorded and agreed through quarterly Project Board.
- System established for decisions to be made outside of meetings.

**Future outlook**

While the construction work is postponed, we will maintain regular update communication and will progress with any outstanding design matters in order to ensure that, on recommencement, there can be no further delay to completion.

**Reports to**

- The project is accountable to a Project Board chaired by Amanda Hatton - Director CEC.
- The project Board contains representation from Children's Social Care, Health, Education, Adult Services and Finance.
- The project Board is accountable to CEC DMT chaired by Amanda Hatton, Director of Children, Education and Communities.
- The project Sponsor is Amanda Hatton.

| Exec member | Cllr Ian Cuthbertson | |-------------------|----------------------| | Director responsible | Amanda Hatton - Corporate Director of Children, Education and Communities | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive August 2017 - Re-Commissioning a Short Break Service for Adults with a Learning Disability based at Flaxman Avenue, York [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4)\
Executive January 2018\
Develop a Centre of Excellence for Disabled Children and their Families in York | Executive April 2018 - Revised Recommendation in Relation to the Capital Budget

http://democracy.york.gov.uk/documents/s122950/Centre%20of%20Excellence%20for%20Disabled%20Children%20Executive%20Paper%20April%202018%20Final.pdf Project title | Provision of School Places ---|--- Reporting period | April 2020

Description

The need to provide sufficient school places for current and future residents is a key statutory duty of CYC and will build an educational infrastructure for the city by forecasting likely demand and supply of school places over the medium term (until 2022/23).

The aims of this project are to identify where and when additional school places will be required, and work with central government and the school community to provide places in good or outstanding schools.

CYC is provided with some 'Basic Need' funding from central government for this purpose and will need to ensure that this and other sources of funding are used to best effect in those areas of greatest need, and to ensure that all educational provision is sustainable in the longer term, working with the school community.

The project represents a significant priority for City of York council in delivering educational opportunities for residents.

| Overall status this period (Apr) | Overall status previous period (Mar) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

Cost Status Explanation

Future Basic Need funding is likely to be very limited and housing developer contributions may not meet the expected requirements for educational infrastructure across all sites. This is being addressed through the Local Plan required infrastructure process, but these requirements exceed any current capital for the costs.

Current status

Capacity

- Identification and prioritisation of schools requiring a review of net capacity has been assessed and visits have now been completed for those schools in the highest 2 priority categories, with assessments fed back to schools. Due to the current national lockdown and thanks to accurate plans being available from the recent building works, the net capacity assessment for the final school in the lowest prioritisation category has been completed as a paper exercise. Confirmation of the accuracy of this net capacity assessment will be achieved by visiting the school once restrictions are lifted. Communication

- There has been continued communication with developers of some proposed and forthcoming housing sites this period, and with those officers overseeing the draft Local Plan and future infrastructure plan for the city.

- Communication is also ongoing to discuss solutions to address the pressures around secondary school place requirements in the south east of the city and put plans in place.

- Communication continues around plans to increase secondary school places in the west of the city.

- Although outside the scope of this project, construction work has now started in the east of the city to increase the number of secondary school places available.

- The current national situation could impact on the speed at which all the above plans can be rolled out and a risk assessment examining this is being compiled.

- Communication has taken place this month with a number of primary schools and MATs to discuss the implication of the newly released forecasts and 2020 reception round admissions data on their schools. This also included looking at primary in-year transfer issues in the south east of the city.

- Communication is taking place within the team and across departments to investigate the risks associated with the national lockdown on the capital maintenance programme and the knock on effects on providing school places.

Data Modelling

- Formal sign off of the annual SCAP process has not yet been received and is expected later in the year.
- Work continues to improve the forecasting process.
- The January census data has now been mapped to the catchment areas in both the primary and secondary forecasting models.

Forecasting

- Both primary and secondary forecasts for 2020 have been produced and the forecasts and associated primary and secondary planning area action plans are now available on YorkEducation.

Policy

- The review of the S106 Policy is under way. Work has been completed to give an indication of what the actual primary and secondary pupil yield has been at a number of larger housing developments built in the last 20 years in the City of York. Work has also been completed to give an indication as to the expected pupil yield from these new housing developments for pupils requiring specialist education provision. Liaison with other departments within the Council is now taking place to look at the viability of adjusting pupil yield and the potential impact on other departments.

- The Capital Programme for 2020/21 has now been approved.

- The admission arrangements for the school year 2021/22 have now been reported to the Executive, the determination notice published and liaison with other admission authorities completed.

Future outlook

The main focus of this period:

Capacity

- Following the initial submission of the annual ‘SCAP’ return, await and respond to any further queries from Department for Education. This process continues for 2019 in coordination with the DfE, with final submission expected to take place imminently.
- Feedback net capacity assessments for the final identified school - once a visit to site is allowed.

Communication

- Continued engagement with local schools and academy trusts to gather their views and identify any potential plans about how they could assist in providing for future need.
- Continue communication regarding the planning and construction work taking place to address secondary school place requirements in the Secondary Planning Area - East York.
- Continue to liaise regarding the proposal to address secondary school place requirements in the Secondary Planning Area - South East York.
- Continue to move forward proposals to address the secondary school place requirements in the Secondary Planning Area - West York.
- A paper will be prepared for YSAB regarding surplus primary school places in the north of the city.

Forecasting

- Develop the primary and secondary forecasting models.

Policy

- Continued work around a refined planning policy approach re: Housing Developer Contributions (HDCs) for current and future developers is in review with colleagues in Planning to ensure compliance with wider CYC policy and agreements re: Local Plan.

**Project Plan**

- Further develop, communicate and agree the project plan.

| Reports to | Project is overseen by Children, Education and Communities Directorate Management Team and Executive Member for Children and Young People as necessary. | | Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton – Corporate Director of Children, Education and Communities | | Dependencies | Local Plan Policy, Economic Strategy, City Transport Policy | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive February 2018 Admission arrangement for the 2019/20 school year [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4)

Executive July 2019 The Provision of School Places and Allocation of School Capital Budgets 2019-2023 to Address Secondary Place Pressures [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4)

Executive October 2019 Archbishop Holgate's School - Expansion 2020-21 [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4) **Project title** | Housing ICT Programme\
**Reporting period** | April 2020\
**Description**

The Housing ICT Programme is a major ICT enabled business transformation and culture change programme which will deliver a new operating model and systems for the Housing and Building Services teams within the Housing Services Department. Procurement of a new ICT solution will enable customer centric, holistic services to be delivered with first point of contact resolution at a place, time and manner that suits the customer.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Quality Status Explanation**

- The programme has identified significant pressure against the current timeline around the quality of the programme. A full detailed review of the current programme timeline and impact assessment against the quality that the programme will deliver based on the current timeline will be completed as soon as possible.
- All business requirements, ICT and BI requirements validated, signed off and ITT issued.

**Cost Status Explanation**

- Due to current disruption caused by Covid-19 the costs for the programme are unknown.
- There will be a likely extension due to activity pausing on the programme and we will need to plan this when we get closer to returning to business as usual. It is likely we will have increased costs across salary, external project management and lease of the programme office at Swinegate.

**Resources Status Explanation** All contracts and secondments for staff on the programme run to end of November 2020 and these will need to be extended if the programme resumes as normal.

**Tasks & Milestones Explanation** All current milestones are likely to be moved and will need re-planning when we know we can call on business resource again.

**Risks Status Explanation** Every element of the programme has an increased risk profile due to current pause of workshop activity. We are unable to mitigate a lot of these risks currently as we have paused all workshop activity with the business.

**Issues Status Explanation** The overall cost and timeline of the programme will be increased due to the implementation pause caused by current disruption.

**Current status**

The overall programme status has moved to red this month. This is to reflect the fact that, due to the Covid-19 disruption, all business implementation activity has been paused, initially until after the Easter break. This means any activity on the programme that involves subject matter experts from the business.

As a result this will impact on timeline and costs for the programme. The programme team continue to use the time effectively to test the existing system configuration and progress activity that can be picked up without business representation.

Following the Easter break a review will be carried out to assess if we can start to resume implementation activity or not (remote sessions using Skype).

**Future Outlook**

In the next month the programme will:

- Continue to use programme pause effectively to review outstanding actions, catch-up and test the system
- Continue to engage with all stakeholders and update them on activity
- Work with our chosen supplier to keep on top of programme planning as far as possible.

| Reports to | Programme reports to the Housing ICT Programme Board. This group is chaired by the Assistant Director of Housing with key representatives from the HHASC senior management team. The Programme Manager attends the monthly HHASC Senior Management Team (SMT) and both Housing and Building Services department team meetings to update on the programme. | | Exec member | Cllr. Denise Craghill | | Director responsible | Sharon Houlden: Corporate Director of Health, Housing and Adult Social Care | | Dependencies | Digital Services Programme – for delivery of other inter-dependent projects and technical resources | | Link to paper if it has been to another member meeting | N/A | **Project title** | Smart Travel Evolution Programme – STEP\
**Reporting period** | April 2020\
**Description**

STEP is a programme of delivery that will prepare York for the coming revolution in adoption of connected and autonomous vehicles and managing whole city mobility. The project aims to achieve this by:

- Improving communications to transport infrastructure and collecting more transport data.
- Building a transport data platform to assist the City to meet big data challenges and making more of this data accessible.
- Improving transport modelling, that allows us to run City wide models at varying scales, in near real time. This allows us to understand the way the transport network is performing and is expected to improve our transport planning activities.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Resources Status Explanation**

Internal strategic modelling resource not in place. Modeller being appointed and should be with team in 3 months.

**Tasks & Milestones Status Explanation**

- Due to the COVID-19 outbreak, the procurement process for the data platform will be delayed. The national lockdown on movement also means that the Classified Junction Counts (CJCs) cannot be carried out for 2020 in time for the model build and 2019 data backwards will have to be used, with the possibility for an update later.
- The GLOSA contractor has also requested additional time for completion due to complications associated with staffing through the COVID crisis.

**Risks Status Explanation**

- COVID-19 Outbreak has led to a delay in procuring the data platform, obtaining some typical traffic data and on contractor resourcing.
- Public Transport Fare and Patronage data required for model build but requires the bus operators to co-operate in a timely manner.
- Internal Modelling resource required to ensure models can be adequately accepted and used going forward.
- GLOSA is a project deliverable but is not deployed outside of research within the UK. Research has been carried out and solution is now identified, but it still presents a risk as it’s new to UK.

**Current status** In the last reporting period:

- GLOSA tender pre-contract meeting held with Dynniq.
- Real-time Time Speed Data (RTSD) data put together with CYC traffic counters for comparing accuracy.
- Data platform specification worked on further.
- Draft Model Specification Report delivered to CoYC for review.
- Classified Junction Counts (CJCs) planned for the end of March have been cancelled due to the COVID-19 lockdown meaning non-typical traffic would be observed.

Future outlook

In the next reporting period:

- GLOSA contract to be completed.
- Draft Model Specification Report to be completed as final.
- Data Platform specification to be shared with stakeholders for review.

| Reports to | The STEP board reports in to Economy and Place DMT and PM updates executive member and Executive when required for updates and approvals. Key decisions are agreed by the Transport Board before reaching executive member or Executive. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | The Transport Capital Programme and TSAR Project | | Link to paper if it has been to another member meeting | | Project title | Flood Risk – York 5 Year Plan ---|--- Reporting period | April 2020

Description

CYC are working closely with the Environment Agency to deliver a range of localised improvements to the cities flood defences, this work – the York Five Year Plan – has been developed following the floods and is supported by Government investment. In addition to this we are working with the EA on a catchment scale study to identify opportunities for wider interventions across the River Ouse catchment to further reduce future flood risks into the long term.

| Overall status this period (Apr) | Overall status previous period (Mar) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

Costs Status Explanation

- The 19 flood cells have a range of challenging technical and environmental elements, the speed of delivery of the whole programme further complicates the delivery.
- Value engineering and robust challenge of all solutions is being carried out across all flood cells but delivery of the core outputs with the available funding will continue to be challenging.
- Existing cells being taken to planning or where construction has commenced represent value for money and will deliver a robust set of flood risk management interventions, this is reviewed closely by the programme board and assured by the EA Large Project Review Group.
- The project team are closely monitoring the available funding and its ability to deliver the programme of works across all flood cells.

Current status

- CYC continue to work closely with the EA on the delivery of the York Flood Alleviation Scheme as part of the York Five Year Plan.
- CYC are members of the Programme Board and EA continue to attend quarterly Executive Member for the Environment Decision Sessions and Economy & Place Overview and Scrutiny bi-annually.
- 19 flood cells have been identified and schemes to improve existing or build new defences are in varying stages of development in a prioritised manner across the city to deliver the projects stated required outcomes, as determined by Defra, to better protect 2000 homes and businesses in the city.
- The Outline Business Case has been agreed by the EA Large Project Review Group for all 19 flood cells. • Planning applications are being submitted for a range of cells, construction has begun on two flood cells - North Street/Memorial Gardens and St Peters School. Planning permissions are being considered for Clementhorpe and Clifton Ings.

Future outlook

• The Covid-19 response has delayed all aspects of public consultation. Pending planning decisions for the Bishopthorpe, Clementhorpe and Strensal flood storage area cells are awaiting confirmation of how they can continue. • The EA are working with all consultants and contractors to understand the impacts on the programme.

| Reports to | The Project board sits within the Environment Agency. The Environment Agency has a formal programme board in compliance with PRINCE2 methodology, CYC are a member of the board. The lead Executive member receives a quarterly report and it is the subject of a bi-annual report to Economy and Place scrutiny committee. This approach to governance has been approved and adopted by Executive. | | Exec member | Cllr Andrew Waller | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting | Executive February 2017: CYC Response to the Independent Flood Inquiry [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4) | Project title | City Centre Access ---|--- Reporting period | April 2020

Description

Project involves the feasibility and design of static and automated measures to be implemented into the area around Spurriergate, Coney Street, Parliament Street and York Racecourse to provide public protection from potential vehicle attack.

The proposals follow firm Police and Counter Terror Unit advice to implement measure to protect areas of high footfall.

The automated measures will retain vehicle access outside the footstreets hours and allow emergency and other urgent access during footstreets hours through a system of control by CYC.

| Overall status this period (Apr) | Overall status previous period (Mar) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

Scope Status Explanation

Scope has been extended to include support for HVM measures for Xmas Market and Xmas Lights Switch on and this impacted on the progress of the project. Further temporary measures may be needed in 2020.

Resources Status Explanation

Current lack of CYC engineering support risks progress.

Tasks & Milestones Status Explanation

Work ongoing to refine programme plan.

Risk Status Explanation

Risks associated with successful implementation.

Issues Status Explanation

Clarity of scope of principal designer has been improved but is still an issue and timescales remain challenging.

Current status

- Detailed design continuing utilising trial hole information
- Procedures and protocols for city centre access continue to be developed
- Racecourse design completed and tender documents prepared
- Impact of COVID-19 means delays to tendering, supply and completion of some tasks due to reduced availability of key stakeholders, particularly blue light services.

### Future outlook

- Detailed design continuing utilising trial hole information
- Procedures and protocols for city centre access continue to be developed
- Racecourse design completed and tender documents prepared
- Impact of COVID-19 means delays to tendering, supply and completion of some tasks due to reduced availability of key stakeholders, particularly blue light services.

| Reports to | Programme reports to the Transport Board and is advised by the York Counter Terrorism Working Group. There is a CYC internal working group working on the detail. This group is chaired by the Assistant Director for Transport, Highways and Environment. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive February 2018: City Transport Access Measures [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4)\
Executive September 2018: City Centre Access Update and Priority 1 Proposals [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4)\
Executive August 2019: City Centre Access Experimental Traffic Order Conclusion and Phase 1 Proposals [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4)\
Executive February 2020: Phase 1 Proposals (Update) [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4) | Project title | Parking Review ---|--- Reporting period | April 2020

Description

This project is to research, procure and implement a new parking back office system to replace the current system that is now out of date. In turn this new system will help to bring around a change in how parking is managed and how our customers interact with us by taking forward a customer self service system, such as the purchasing of parking permits and dealing with PCNs (Penalty Charge Notices).

Historically there have been a number of issues relating to the delivery of the Parking Services back office system due to issues with the supplier. Motivation for this approach is also brought about by the fact that more than 25% of footfall in the customer centre is for parking related matters. This has been attributed to complex policy, under performing IT systems and associated processes and lack of available on-line services for customers. There is an opportunity to resolve a number of issues with this change project with the delivery of an ICT back office system to deliver this change and as the catalyst to support the development of a new parking strategy and technological roadmap for the next 10+ years in line with the Local Plan and Local Transport Plan 4.

As part of this project the Council ICT team are looking into how this system could interface with existing CYC systems, such as FMS and CRM but looking forward, how these systems can interface with other systems such as parking machines and the wider Smart City work the Council is taking forward (STEP).

| Overall status this period (Apr) | Overall status previous period (Mar) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

Tasks & Milestones Status

Explanation

Following the configuration stages, all other stages such as user acceptance testing will likely be delayed due to Covid19 disruption. Timescales, risks and issues will be revised and key decision dates will be added.

Risks Status

Explanation

Due to Covid19 and likely delays the project has been marked at risk.

Issues Status

Explanation

Covid19 and will impact on the key stages of the project, such as UAT stages and ultimately implementation of the system as well as the monthly permit payment option.

Current status There will likely be a delay in the user acceptance testing and go live of the project due to the Covid19. As a result this system will not be implemented until later in 2021.

Based on initial investigations there is a direct debit solution but further investigation are required and the solution may require a separate project to enable use throughout all CYC services. This project will likely be led by the Customer Services team but due to their time currently being fully focused on the Covid19 response this will be a number of months. Therefore it will be recommended that in order not to delay the go live of this system it may have to be started without a monthly payment solution. Members will be asked to accept this with a view to it being rolled out as part of a phase 2 project.

Key progress from March:

- Test Strategy Document signed off by CYC ICT development team and confirmed with supplier
- Configuration worksheets sent to supplier for initial feedback
- Meeting held with supplier on data cleansing with the outcome being the start of a data retention matrix
- Change request document created for sign off at the project board
- Draft Exec report started to include all changes to permits and the TRO
- Dip checks meeting went ahead and questions/answers from the outcome on this were confirmed by the supplier
- New handheld device identified for testing.

**Future outlook**

Key progress for April:

- Feedback from supplier on UAT scripts and configuration worksheets
- Contract finalisation and signed
- Continued exploration for offline user options and presented to board – decisions required
- Progress with the updated data retention policy for PCN and permit data
- Change request document including all associated costs to be reviewed at the re-scheduled board meeting
- Handheld device testing against the MDM
- Finalised Exec report to be submitted including all changes to permits and to the TRO
- It has been accepted by the board that this project is now delayed, potentially well into 2021 due to the Covid19 disruption.

| Reports to | The project is steered by the Parking working group and reports to the Transport Board | |------------|-------------------------------------------------------------------------------------| | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting. | Executive February 2016: Parking Review [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&Ver=4)\
Executive November 2019: Parking Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4) | The purpose of the inclusion review will be to ensure that The Local Authority and School Community work together to maximise the opportunity for early intervention and prevention and to improve the outcomes of children and young people with special educational needs and/or disabilities (SEND).

The review will examine the current configuration of services and the use of funding to support SEND to ensure that there is greater clarity and accountability around the use and impact of resources. The pressures on the High Needs funding block within the designated schools grant (DSG) means that there are accelerating financial pressures in meeting the needs of children and young people with SEND.

A key purpose of the Inclusion Review is ensuring that the pressures on High Needs funding are being managed effectively whilst ensuring that the local authority is able to deliver its statutory duties articulated in the Children and Families Act, 2014 and the SEND code of practice.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Scope Status Explanation**

- The scope is being revisited to incorporate findings from IMPOWER and Ofsted.
- A draft written statement of action has been produced and is being reviewed by LA and CCG. Delivery of workstreams is being adversely impacted by Covid19.

**Quality Status Explanation**

- The findings from the Local Area SEND Inspection will also be aligned with the Inclusion Review through the Written Statement of Action which needs to be submitted to Ofsted by 3rd June.
- Work to progress the workstreams is being impacted by Covid19.

**Costs Status Explanation**

- IMPOWER and the SEN transport consultant have identified areas for potential savings - these will need to be brought in to the programme and will deliver opportunities in the medium to longer term.
- The outcomes of the SEND Inspection are likely to increase some areas of cost in the short term to ensure that actions identified in the Written Statement of Action are delivered.
- The reprofiling of the Danesgate Community budget is taking place but the commissioned number will take 18 months to reduce. | Resource Status | Explanation | |-----------------|-------------| | Covid19 is potentially going to result in additional costs. |

| Financial Status | Explanation | |------------------|-------------| | The work currently taking place to review panel processes and practice models will provide opportunities to reduce costs in some areas, however, Covid19 is impacting on the ability to move forward. |

| Tasks & Milestones Status | Explanation | |---------------------------|-------------| | The progress on tasks and milestones, particularly related to the written statement of action is being adversely impacted by Covid19. |

| Risk Status | Explanation | |-------------|-------------| | Active risk management is ongoing. |

| Issues Status | Explanation | |---------------|-------------| | A draft written statement of action has been produced and is in the process of review and development. Establishing workstreams is being adversely impacted by Covid19. |

**Current status**

- Phase 3 of the Inclusion Review has started and a steering group appointed. The programme plan will be developed by this group using the recommendations from phase 2 of the review.
- The strategic principles developed in stage 2 have been agreed and shared with the Council's Executive, Schools forum and members of the York Schools and Academies Board.
- Capital works have taken place at Hob Moor Oaks primary special school (August 2018) and capital works have been agreed to support the development of the post 19 local education offer at Blueberry academy and Askham Bryan College.
- Expressions of interest for secondary satellite provision have been received and a project plan is in the early stages of development.
- A feasibility study is taking place with a primary school to support the development of a proposed primary ERP provision.
- Preliminary work to review the Behaviour and Attendance Partnership protocols and processes is underway.
- A steering group has been established to oversee the academy conversion of the Danesgate Community. This will put in place a commissioning agreement with the South Partnership Multi-Academy Trust which will define the future relationship between the local authority and Danesgate when it becomes an alternative provision academy.

**Future outlook**

- Proposals about the development of alternative provision have been shared with the secondary heads forum in March 2020. Further consultation with schools has been impacted by COVID 19.
- Headteacher recruitment for the Danesgate Community has been successfully completed and the new head will take up post in June.

2020. The School Inclusion Adviser is supporting the Danesgate Community 2.5 days a week.

- The interim financial model for Danesgate has been agreed and the commissioned number for 2020-21 has been set.

| Reports to | CEC, DMT | |------------------|----------| | Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton – Corporate Director of Children, Education and Communities | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive November 2018: The Inclusion Review and the Special Needs Capital Grant [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4) Executive August 2019: Executive Report Danesgate Land Academy Conversion [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1108&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1108&Ver=4) Executive November 2019: Millthorpe School - Enhanced Resource Provision [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1112&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=1112&Ver=4) | Be Independent (BI) is the provider of the Council’s community alarm and equipment service. This includes a 24 hour response service, assessment and installation of equipment, telecare and assistive technology services. These services play a key role in supporting better outcomes for individuals either in their own homes, supported living or in residential and nursing homes across the City. The aim is to prevent, reduce or delay the need for care, enabling people to be as independent as possible. Previously provided in-house, the service was externalised in 2014 and the Council supported the establishment of a social enterprise in the form of a Community Interest Company (CIC) to deliver the service.

In June 2018 the Executive agreed to the transfer of Be Independent service back to the Council and the direct management of Health, Housing & Adult Social Care.

All assets and liabilities will be transferred from Be Independent to the City of York Council and staff transfers will be agreed under TUPE.

Following the transfer which was completed in August 2018, an operational review of the service has commenced to understand its core functions, purpose, strengths and areas for improvement to ensure that it is sustainable. Whilst the overarching vision for the service will be co-produced in line with the Council’s vision, a 3 month IT scoping project has been commissioned to review the systems/processes currently in use as this is a key priority to move the service forward.

Be Independent needs to have a robust IT infrastructure in line with CYC protocols to enhance and grow the business, and improve the customer experience of this Community Equipment & Response Service.

By utilising the latest technology (GDPR compliant), workers will become agile and customers will have a seamless service from all teams including Business Support, Response, Assessment and Control Teams, where an overburden on paperwork is phased out. IT aims to integrate different software systems used for call handling, stock management and financing linked to a service manager with comprehensive performance reporting tools. Streamlining software systems and providing teams with the appropriate hardware (with internet connection) is a primary focus in order for the teams to perform efficiently and effectively. This will improve the use of resources, develop capacity and ensure a strength based approach can be implemented in the future.

| Overall status this period (Apr) | Overall status previous period (Mar) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

**Scope Status Explanation**

- Due to the current COVID19 situation, staff have been mobilised with laptops to continue to work from home where possible. New business processes have been put in place to avoid social contact where possible, as well as adaptations to taking payments. A new call handling software solution will be the focus of the project moving forward to enable a fully mobile workforce.

**Tasks & Milestones Status Explanation**

- The main focus of the project is to replace the call handling system to enable a mobile workforce in line with the vision and direction of the service area, to ensure it is future proof and fit for purpose. With more in light of COVID19.
- Discussions around how IoT can support early discharge / home from hospital with expected surge of COVID19 cases.
- Roll out of devices for majority of staff to continue to work from home where possible.

**Issues Status Explanation**

- Issues remain under review.

**Current status**

- Be Independent would like to move forward with a new call handling provider. ICT running through security checks and working with procurement on contract once cleared.
- Wider research around how people view technology in social care, their expectations and whether they feel it can help people live more independently has been put on hold for now due to COVID19 impact.
- Mosaic user access has been granted to staff to view and edit records.
- "Internet of Things" proof of concepts are on hold until further notice due to COVID19 and weighing up plan of action to support customers.
- Mobile workforce have been issued laptops to continue to work from home where possible, however, some requests for additional stock have been placed recently and coordinated by service desk.

**Future outlook**

- Finalise contract with new call handling provider.
- Begin work on migrating data, testing and implementation for new system.
- Determine plan of action for IoT to support current COVID19 situation.
- Support new working processes with devices in light of COVID19 situation.

| Reports to | Head of ICT/Director level/CMT/Executive | |---------------------|------------------------------------------| | Exec member | Cllr Carol Runciman | | Director responsible| Sharon Houlden - Corporate Director of Health, Housing and Adult Social Care | | Dependencies | None | | Link to paper if it has been to another member meeting | Executive June 2018 - Transfer of Be Independent to the direct management of City of York Council [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4) | Project title | Procurement of MSA and Strategic Engagement Technology Partner – On hold

Reporting period | April 2020

Description

To develop a specification, procure and appoint a technology provider to deliver the City of York Council’s (CYC) essential managed network services arrangements (MSA) this includes connectivity, voice and data services. CYC’s current MSA contract expires following an extension period, on 31 August 2020. The contract is currently worth £2million per year and the new contract is likely to run for at least a minimum of 10 years.

The procurement process was approved by Executive in November 2017, and progressed proper in April 2019 after the appointment of commercial procurement partners to support internal capacity, with the view to develop an Invitation to Tender for both CYC and Harrogate Borough Council. The scope of the review then changed in July 2019 to proceed to meet CYC requirements only, due to a change in Harrogate’s local circumstances. There is continuing good relationships between the two councils and a shared management team.

The new provider will be a strategic technical delivery partner enabling CYC to achieve its strategy for the delivery of digital services to its residents, businesses and partners.

Progress of the original project to date includes documenting the requirements of both councils and production of a draft ITT. The changing scope of the procurement has allowed a pause in proceedings to allow for the following:

- A review of work done to date and a revision of the scope of the project.
- Bringing the project in line with Council’s All About Projects approach
- Addressing of known risk as per independent legal and technical advice commissioned given the time taken to date and learning from recent procurement practice elsewhere.

The aim of this revised project is to recommence the procurement with a robust approach and assurance that the Council can secure the best MSA going forward given changed scope and lessons learned.

| Overall status this period (Apr) | Overall status previous period (Mar) | |---------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | |

### Current status

Project placed on hold 24th March 2020 due to the Covid 19 Pandemic.

### Future outlook

Re-start will depend on resumption of business as usual.

| Reports to | • Project Board chaired by a Project Sponsor and meets on a monthly basis.\
• Project Steering Group chaired by the Project Manager meets weekly.\
• Project Sponsor and Project Manager meet weekly.\
• Legal and Finance/Procurement are represented at both meetings at both strategic and operational levels.\
• Oversight is provided by the Council’s Corporate Project & Programmes’ manager.\
• Independent assurance provided by an external adviser/consultant. | | Exec member | Cllr Nigel Ayre | | Director responsible | Ian Floyd – Deputy Chief Executive & Director of Customer & Corporate Services | | Dependencies | | | Link to paper if it has been to another member | Exec Dec 2017 – Procurement of ICT Managed Services\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4 | Project title | Hyperhubs ---|--- Reporting period | April 2020

Description

By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, a solar canopy would be erected over approximately 100 parking spaces, providing space for 1,400 m² of solar panels. This canopy is an elevated structure – essentially a roof below which cars can still park – with solar panels on the top. Adjacent to the canopy, but not on land currently used for parking, there would be an energy storage facility – a battery. At each site there would also be eight charging points for electric vehicles. Electricity generated by the solar panels would be used to hyper charge vehicles plugged in to the charging points. Electricity not used immediately would be stored in the battery. When the battery is full, this electricity could be fed into the national grid.

The solar canopies would use the free space immediately above the vehicles to harvest solar energy to the site. Batteries would then store the electricity, providing it either to hyper charge electric vehicles when plugged in, or feeding it into the UK electricity grid.

The electric vehicle infrastructure element of the project is to purchase and install the DC ‘hyper’ charging points (faster than current ‘rapid’ charge speed points at 50kW) which will supply the energy to the vehicles. These will be installed in a Hub of eight car bays which can supply up to 150kW power output per car, with a typical charging session taking 10-20 minutes. By way of comparison, a typical home charging point takes around eight hours to charge an electric vehicle.

| Overall status this period (Apr) | Overall status previous period (Mar) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Apr | | | | | | | | | | Mar | | | | | | | | |

Tasks & Milestones Status Explanation

- All future project milestones will be revised over the next month to account for Covid-19 situation.
- Our approach is to continue with desktop based work which can be progressed during the current movement restrictions. We will develop a robust construction plan with a flexible start date which will begin once the covid-19 situation allows.

Risk Status Explanation

Risks updated to reflect most significant current risks to the project.

Current status

- Procurement process has been completed.
- Contract awarded to EvoEnergy.

**Future outlook**

- Project team and Evo Energy will produce a robust project plan which accounts for likely delays due to Coronavirus situation.
- Evo Energy will begin work on desktop based activities: site layout, electrical design, DNO connection.

| Reports to | The project will report to the Transport board. This is an internal board that is chaired by the Assistant Director for Transport, Highways and Environment. The members also include the Head of Transport, who acts as the City of York Council client for the project and the Head of Programmes, who is responsible for the delivery of projects within the Economy and Place Directorate. The Project Manager will report to the Sustainable Transport Manager (who reports to the Head of Transport) and will be held to account for delivery by the Head of Programmes, who will also provide Project assurance. Finance also are members of the board to provide any technical input. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Executive March 2019 - A Sustainable Future for York with Hyper Hubs [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4) | | Link to paper if it has been to another member | Executive Sept 2019 - Reducing York’s Carbon Footprint with Electric Vehicles [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4) | | | Executive March 2020 - Electric Vehicle Charging Strategy [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4) |